Experience

On Tap Consulting

• United States
• Business Consulting and Services
• 1 - 100 Employee

• Senior Consultant

  • Aug 2017 - Present

  Providing consulting expertise to medical device and technology companies in the areas of Go-2-Market strategy, pricing strategy, sales, marketing campaigns, brand establishment, new product introduction, clinical studies, regulatory clearance, global market expansion, supply chain, bench marking, 3PL fulfillment, and the implementation of these plans and strategies. Providing Section 301 China Tariff consulting services to enable the legal avoidance of recent 25% China tariffs by USA companies. Assignments also include Acting CEO/COO/VP projects and executive mentoring initiatives. On Tap provides hardware companies with both hands-on and strategic expertise in Operations, Sales and Marketing. We enable you to: * Accelerate progress by adding the right resources to enhance your internal capabilities * Meet your goals for cost, quality and time-to-market * Grow and scale on a solid foundation We can support you in the U.S., Canada, Mexico, the EU and Asia. Show less



InTouch Health

• United States

• Managing Director (Europe, Middle East, Africa)

  • Oct 2013 - Mar 2017

  InTouch Health is a global leader in healthcare focused telepresence solutions, targeting large enterprise customers with a combined SaaS and HaaS/HW/CapX business model. I was responsible for overall commercial success of the EMEA & Russia markets:STRATEGY–TEAM DEVELOPMENT–SALES RESULTS–MEASUREMENT–EXPANSION• identifying target 'Centers of Excellence' and 'Key Opinion Leaders'• building direct sells pipelines• managing lead qualification-development processes• assessment-selection-management of high quality channel partners• writing-negotiating channel partner legal contracts• developing core value proposition messaging supported by economic & clinical value case studies• training-nurturing channel sales teams• enabling sales-clinical-technical teams to be viewed as consultative experts, rather than as traditional salespeople• leading the delivery of C Suite vision cast and consultative selling presentations• building proposals that offer low risk/high reward results to prospective customers• pricing strategy and building 'fit for purpose' pricing models within various international economies• maintaining high levels of personal expertise (consultative selling capabilities) in the areas of deep technical product knowledge, addressable market knowledge by country, clinical workflows & protocol adaptation, deep understanding of the InTouch global telehealth network cloud technologies, IT infrastructure, & unique solution implementation methods• establishing periodic technology and clinical success reviews with customers, resulting in product improvement roadmap feedback into the ITH product management/solution development engine• immersive participation (physical EMEA presence with 50%-70% travel)• establishing highly efficient & scalable ITH business processes across all channels• provide business intelligence reporting (re: pipeline development, deal advancement/closure, clinical utilization, overall programmatic customer success) Show less

• VP International Markets & Business Development (3 client contracts)

  • Jan 2011 - Oct 2013

  Target key customers, OEM customers, and channel partners. Qualification of, and selling into those potential customers and channel partners. Building and implementing market strategies. Assessment & selection of channel partners. Quite similar to the description above, as an independent consultant to three different companies (InTouch Health, GeoWorks Mexico/InTouch Health, TrueVision Systems).

• VP International Markets/Business Development

  • Mar 2004 - Dec 2010

  See description above.



Computer Motion (acquired by Intuitive Surgical)

• VP Business Development, VP Marketing, VP Ops/NPI

  • Jun 1996 - Mar 2004

  Computer Motion pioneered the development of surgical robotic solutions. I joined in 1996 as a corporate officer & VP Operations responsible for manufacturing, new product introduction, and sustaining engineering. I hired/built high performing teams that enabled an impressive track record of successes, including full compliance to all US FDA product and quality systems regulations, FDA clearance, CE Mark, and European Medical Device compliance. One notable accomplishment was the building of over 1,400 surgical robotic systems (AESOP-HERMES-ZEUS-SOCRATES) that delivered more than 500,000 surgical procedures without a single reportable event to any medical device regulatory agency globally. Such a track record of product quality is unheard of within the medical device market. After the Computer Motion IPO in 1997, I also assumed responsibility for Business Development, tasked with marketing & licensing our core integrated operating room technologies to large market dominant medical device OEMs (Stryker, Smith & Nephew, Karl Storz, Conmed, Tyco Healthcare, Steris, Berchtold, Skytron). In 2001, I took on an additional special assignment to build and manage our ZEUS surgical system FDA clinical study. This was a highly successful pivotal study that occurred in Mexico, enabling our US FDA Pre-Market Authorization to sell the ZEUS system commercially in the USA. In 2002, I assumed responsibility for Product Marketing, the General Surgery Business Unit, and Business Development (transferring all operations responsibilities to our COO). Eventually, Computer Motion and Intuitive Surgical entered into an agreement to merge the two companies, in what effectively was the sale of Computer Motion to Intuitive Surgical in exchange for 33% of all ISRG stock. I remained with the merged company for a year as we transferred historical business knowledge, sorted thru the divestiture of assets, and re-oriented all Computer Motion business development contracted relationships. Show less



Quantum

• Japan
• IT Services and IT Consulting
• 1 - 100 Employee

• Director-Corporate Materials Business Planning & Analysis

  • May 1992 - Jun 1996

  Quantum was a global leader in the disk drive and storage solutions industry. I conceived, constructed, hired, and lead a business planning and analysis team within the corporate materials/supply chain organization during a period of exponential revenue growth that began with $500m in annual revenues in 1992, increasing to over $5b in annual revenues in 1996. Given that disk drive materials content (COG) represented 80% of annual corporate revenues, the disk drive business profit model was heavily dependent upon the development of a successful materials/supply chain strategy, and the creation of a stellar execution team. During this same period, we also successfully drove quality initiatives resulting in an order of magnitude improvement in 'out-of-box' product quality, and long term reliability. In 1992, Quantum performed on par with the entire disk drive industry delivering good quality disk drives with 5,000 defects per million (DPM). By 1996, this quality statistic improved to 500 DPM, enabling an unprecedented competitive advantage within the enterprise customer market (Apple, Dell, Acer, etc). In 1994, Quantum purchased the Avastor business unit from Digital Equipment. This acquisition doubled Quantum headcount to over 10k employees. I took on additional responsibilities to manage the merge and integration of the two materials/supply chain organizations, with locations in Massachusetts, Colorado, California, and various Asian locations. Show less



LTX-Credence

• United States
• Appliances, Electrical, and Electronics Manufacturing
• 200 - 300 Employee

• Director of Materials/Supply Chain, Manufacturing Finance Manager

  • 1984 - 1992

  LTX is a global leader in the design and manufacture of customized automatic test equipment serving the semiconductor industry. I joined LTX in 1984 as Finance Manager for manufacturing. In 1986, I assumed the position of Director of Corporate Materials and Supply Chain. In 1990, after an acquisition of a California based company (Trillium Test Systems), I transferred to Trillium in California to aid in the integration of the two entities, which had become equal in size. During my tenure at LTX, we implemented an ERP solution, developed commodity based supply chain strategies, consolidated multi-sourced suppliers, implemented cost reduction measurement tools, and reduced lead-times. Simultaneously we also reduced purchase contract liabilities, and aligned with supply chains to always remain prepared for the inevitable cyclical downturns experienced within the semi-conductor industry. One particular achievement was managing a major semi-conductor industry downturn that occurred in 1987. LTX, with revenues of $200-300m annually, was caught in a single month with more than $100m in cancelled or delayed customer orders. This represented over $60m in raw materials on order that were no longer required. The company was forced to shut down all materials receiving docks for many months. However, with extensive in person business reviews and constant telephone updates, there were no lawsuits, all liabilities were fully paid within two years, and an appreciative supply chain was enthusiastic to embrace a fresh approach to managing lead-time, lot sizes, cost containment, and enjoy rewards for on-time delivery. In the background, we organized much tighter controls over master (build) schedules, manufacturing and test lead-times, and shortened liability horizons. These new strategies, systems, processes, and re-designed organizations prepared LTX to benefit greatly during the upturn that followed two years later. Show less